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16
The Harvester World
A magazine published by the International Harvester Company of America.
Issued monthly under the supervision of the Advertising Depart¬ ment. Sent free to all employes who will send their names and addresses to the Advertising Department.
Items of interest, photographs, suggestions, and write-ups are solicited from all employes in any branch of the service.
^ . Douglas Malcolm, Editor
' THE HARVESTER WORLD -'
Harvester Building Chicago
Vol.3
CHICAGO, NOVEMBER, 1912
No. 11
What is politics compared to a big crop year anyway?
Read Mr. McCormick's statement about our political activities. This ought to settle some current rumors.
Read F. R. Gadd's little description of the Southeast Missouri farm lands, always remembering of course that Mr. Gadd is a prominent lumber official and not a real estate enthusiast.
The appointment of A. E. McKinstry as manager of the Eastern works and of Mr. Rose as superintendent of the Wisconsin Steel plant is another illustration of the IHC civil service. Both men have worked up from minor positions.
advertising clerk is being worked out satisfactorily. Here is one such letter, sent in by C. P. Kilborne, that big Sioux City man, who looks like an ecclesiast, but who gets business like a Rothschild. Here is what he says and how he has personally met the advertising situation in his own office:
"We are thoroughly convinced that our present manner of handling the sales correspondent feature of our advertising work is far and away better than the old system. The way we handle this matter is as follows:
"As you know, we have taken one of the best, most intelligent canvassers that we had on our ' force,' a man of good presence, strong personality, and a good letter- writer, and put him in charge of the advertising work, giving him a stenographer whom he is coaching along all lines of the advertising work, and who can handle a good deal of it without much special attention.
"The sales correspondent we frequently send out on special deals. We charge one-half of his salary to the advertising work and one-half of his salary and all of his expenses to canvassers' salary and expenses. We are thoroughly convinced that this is a much better way than the old system. He handles the advertising material much more intelligently and economically than we have ever had it handled before, and we believe that the economies effected this way and in the postage used will more than offset the difference in salary. We are looking forward to the time when all of his time and energy will be required in the advertising and cor¬ responding work, and are sure that, eventually, the results obtained will justify all of that expense."
DRAWING THE COLOR LINE
A man named Jones says — "A green salesman sells more goo'ds than a blue one; a well-read one can beat them both, and a yellow one has no show at all."
THE LOCAL ADVERTISING SITUATION It has been some years now since we faced the problem of meeting local conditions by local advertising. It was thought at that time that the system of direct , letters to farmers would have the desired effect of focus¬ ing our national advertising upon specific farms. Im¬ mediately upon adopting this plan our letters became effective. Returns poured in daily, showing that they were doing what we intended that they should do. Beyond that, furthermore, it soon developed that some¬ thing other than a mere system was needed, or even than a good system man. The letters themselves were strong and persuasive, but they were form letters, and necessarily general. They aroused interest, but in many cases, individual attention was required to com¬ plete the sale. Where the general agent or his assistant could follow up such cases sales were made. Where they neglected it, our advertising was largely wasted. No one knows how many sales were thus lost. The leak was there, more apparent in some agencies than in others, but it was not long before certain local managers saw the remedy. Advertising is selling. They recognized that. A plan grew up either to let the advertising man be a salesman, or else let a salesman be the advertising man. Either way worked well, for from all over the country word is coming to us of the necessity of more closely associating the salesjuen with the advertising. Every¬ where the wisdom of elevating the personnel of the
BIG MEN AND BIG BUSINESS
In this era of big business it is necessary that we de¬ velop big men. This means big of heart and broad of mind. A petty-minded man is only equipped for a petty business. A mean man may succeed for awhile — either by politics or because those above him do not know his meanness, but he is squeezed out sure in time. A narrow man may land in a high place — he often has, but in such a case big business ceases to be run along broad lines. It is the big, broad type which eventually reaches the biggest positions, whether it be in business or in social life, and it is this type which stays there. You have seen in this business, men come and men go, and if you are a keen reader of character, you know why they went. The unwritten law of civil service pre¬ vails subject, of course, to the frailties of human judg¬ ment, and perhaps in no other business is priority of service recognized and rewarded so consistently as with us. Where this law is violated there is discontent and a perfectly natural feeling of insecurity. Even a poor executive knows that the sense of being appreciated will result in redoubled efforts. It is one of the most elemental of ps3'chic reactions. With our progressive step-by-step upward plan of organization, there is al¬ ways a chance for the right man to go ahead. It may be slow — we are sorry it is— but its very slowness is a tribute to the stability of our positions when once gained. But each step up gives a broader view, a finer chance to be big. In the end, the big man, the one who scorns petty jealousies, the one whose little hammer is the rustiest, the one who is liberal with those whom he bosses, square with his fellow executives, and manly with those who boss him, will have the big job
Big business is looking for him.

Harvester World magazine was first published by International Harvester Company in October of 1909. From 1909 to 1946, Harvester World functioned primarily as an employee magazine, carrying news from various factories, branch houses and dealerships around the world. The magazine included biographical sketches of employees; notices of retirements and promotions; announcements regarding new company initiatives or building projects; and a variety of other news relating to nearly every facet of the company’s world wide operations. The magazine was published by the company’s Advertising Department, and also functioned as a way for headquarters to communicate with dealerships. In 1946, the magazine was redesigned and eventually shifted from an employee magazine to a more customer-oriented focus. By the 1950s, most Harvester Articles were human interest stories centering on the people and organizations who used International Harvester products. At the same time, photography became an increasingly important element in the content and presentation of the magazine. The magazine was discontinued in 1969.

16
The Harvester World
A magazine published by the International Harvester Company of America.
Issued monthly under the supervision of the Advertising Depart¬ ment. Sent free to all employes who will send their names and addresses to the Advertising Department.
Items of interest, photographs, suggestions, and write-ups are solicited from all employes in any branch of the service.
^ . Douglas Malcolm, Editor
' THE HARVESTER WORLD -'
Harvester Building Chicago
Vol.3
CHICAGO, NOVEMBER, 1912
No. 11
What is politics compared to a big crop year anyway?
Read Mr. McCormick's statement about our political activities. This ought to settle some current rumors.
Read F. R. Gadd's little description of the Southeast Missouri farm lands, always remembering of course that Mr. Gadd is a prominent lumber official and not a real estate enthusiast.
The appointment of A. E. McKinstry as manager of the Eastern works and of Mr. Rose as superintendent of the Wisconsin Steel plant is another illustration of the IHC civil service. Both men have worked up from minor positions.
advertising clerk is being worked out satisfactorily. Here is one such letter, sent in by C. P. Kilborne, that big Sioux City man, who looks like an ecclesiast, but who gets business like a Rothschild. Here is what he says and how he has personally met the advertising situation in his own office:
"We are thoroughly convinced that our present manner of handling the sales correspondent feature of our advertising work is far and away better than the old system. The way we handle this matter is as follows:
"As you know, we have taken one of the best, most intelligent canvassers that we had on our ' force,' a man of good presence, strong personality, and a good letter- writer, and put him in charge of the advertising work, giving him a stenographer whom he is coaching along all lines of the advertising work, and who can handle a good deal of it without much special attention.
"The sales correspondent we frequently send out on special deals. We charge one-half of his salary to the advertising work and one-half of his salary and all of his expenses to canvassers' salary and expenses. We are thoroughly convinced that this is a much better way than the old system. He handles the advertising material much more intelligently and economically than we have ever had it handled before, and we believe that the economies effected this way and in the postage used will more than offset the difference in salary. We are looking forward to the time when all of his time and energy will be required in the advertising and cor¬ responding work, and are sure that, eventually, the results obtained will justify all of that expense."
DRAWING THE COLOR LINE
A man named Jones says — "A green salesman sells more goo'ds than a blue one; a well-read one can beat them both, and a yellow one has no show at all."
THE LOCAL ADVERTISING SITUATION It has been some years now since we faced the problem of meeting local conditions by local advertising. It was thought at that time that the system of direct , letters to farmers would have the desired effect of focus¬ ing our national advertising upon specific farms. Im¬ mediately upon adopting this plan our letters became effective. Returns poured in daily, showing that they were doing what we intended that they should do. Beyond that, furthermore, it soon developed that some¬ thing other than a mere system was needed, or even than a good system man. The letters themselves were strong and persuasive, but they were form letters, and necessarily general. They aroused interest, but in many cases, individual attention was required to com¬ plete the sale. Where the general agent or his assistant could follow up such cases sales were made. Where they neglected it, our advertising was largely wasted. No one knows how many sales were thus lost. The leak was there, more apparent in some agencies than in others, but it was not long before certain local managers saw the remedy. Advertising is selling. They recognized that. A plan grew up either to let the advertising man be a salesman, or else let a salesman be the advertising man. Either way worked well, for from all over the country word is coming to us of the necessity of more closely associating the salesjuen with the advertising. Every¬ where the wisdom of elevating the personnel of the
BIG MEN AND BIG BUSINESS
In this era of big business it is necessary that we de¬ velop big men. This means big of heart and broad of mind. A petty-minded man is only equipped for a petty business. A mean man may succeed for awhile — either by politics or because those above him do not know his meanness, but he is squeezed out sure in time. A narrow man may land in a high place — he often has, but in such a case big business ceases to be run along broad lines. It is the big, broad type which eventually reaches the biggest positions, whether it be in business or in social life, and it is this type which stays there. You have seen in this business, men come and men go, and if you are a keen reader of character, you know why they went. The unwritten law of civil service pre¬ vails subject, of course, to the frailties of human judg¬ ment, and perhaps in no other business is priority of service recognized and rewarded so consistently as with us. Where this law is violated there is discontent and a perfectly natural feeling of insecurity. Even a poor executive knows that the sense of being appreciated will result in redoubled efforts. It is one of the most elemental of ps3'chic reactions. With our progressive step-by-step upward plan of organization, there is al¬ ways a chance for the right man to go ahead. It may be slow — we are sorry it is— but its very slowness is a tribute to the stability of our positions when once gained. But each step up gives a broader view, a finer chance to be big. In the end, the big man, the one who scorns petty jealousies, the one whose little hammer is the rustiest, the one who is liberal with those whom he bosses, square with his fellow executives, and manly with those who boss him, will have the big job
Big business is looking for him.